Case Analysis- Anheuser Busch

Based in St. Louis, Missouri, Anheuser-Busch is the leading American brewer. The company is one of the largest theme park operators in the United States, a major manufacturer of aluminum cans and one of the world’s largest recyclers of aluminum cans. Our diverse background also includes malt production, rice milling, real estate development, turf farming, label printing and transportation services. Anheuser-Busch is best known for the world’s two top-selling beers, Bud Light and our flagship brand Budweiser. Operating 12 breweries within and 15 breweries outside of the United States, Anheuser-Busch brews more than 40 varieties of beer and alcohol beverages. In 2006, net sales at Anheuser-Busch totaled $15.7 billion, an increase of 4.5 percent over 2005. Our global team of employees numbered approximately 30,000 at year-end 2006, and the company’s worldwide beer production reached 125.0 million barrels compared with 121.9 million barrels in 2005. We are a publicly traded company (NYSE ticker symbol BUD). Anheuser-Busch continues to be recognized as an industry leader. In the last year, our company has topped the list in three different industry ranking indices. In 2007, Anheuser-Busch was crowned the No. 1 Beverage Company in the U.S, for the fourth consecutive year, in FORTUNE magazine's rankings of “America's Most Admired Companies." We ranked first in our industry for each of the eight categories FORTUNE considered: quality of products and services, employee talent, quality of management, innovation, social responsibility, financial soundness, long-term investment and use of corporate assets. Anheuser-Busch also earned the 2006 SPARC (Supplier Performance Awards by Retail Category) “Best in Class” Award in the alcohol beverage category. This honor is awarded based on a poll, conducted by Retailing Today, of key merchandising executives among the top 150 companies in the $1.5 trillion U.S. retailing industry. Selection criteria include packaging, advertising support, protecting delivery commitments and distribution flexibility. Budweiser continues to be one of the world's most recognized and respected global brands, ranking first among all beer, wine and alcohol brands in BusinessWeek/Interbrand's annual "100 Top Global Brands” rankings. Budweiser finished 27th overall among all global brands for 2006. Vision Statement:

Through all of our products, services and relationships, we will add to life's enjoyment. Mission Statement:
❖ Be the world's beer company
❖ Enrich and entertain a global audience
❖ Deliver superior returns to our shareholders
Company’s Values:
❖ Quality in everything we do
❖ Exceeding customer expectations
❖ Trust, respect and integrity in all of our relationships ❖ Continuous improvement, innovation and embracing change ❖ Teamwork and open, honest communication
❖ Each employee's responsibility for contributing to the company's success ❖ Creating a safe, productive and rewarding work environment ❖ Building a high-performing, diverse workforce
❖ Promoting the responsible consumption of our products ❖ Preserving and protecting the environment and supporting communities where we do business External Audit
Opportunities:
❖ Create technological advances in packaging operations ❖ Development in theme parks ❖ Launch new lines of products into the beverage industry ❖ Continue successfully expanding in the international markets ❖ Acquire other brewery companies/ enter into joint ventures ❖ Launch new products into the beer industry

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...Anheuser-Busch
I. Executive Summary
Since it’s founding in 1852 Anheuser-Busch has brewed a great product. Today Anheuser-Busch is controlling the industry by creating brand supremacy over their competitors. Anheuser-Busch has a very successful and long standing history with their marketing and advertising, this has aided in giving them the edge they needed over the competition. In the US market their signature beers Budweiser and Bud Light can be referenced by the Anheuser-Busch Clydesdales. These horses have given this company the American feel as well as the competitive edge over other brewers. Anheuser-Busch has also put a great deal of time and money into sponsorships within the sports industry, this has also helped secure the global loyalty it has enjoyed in the past.
Anheuser-Busch would not be where it is today if not for their historic practice of developing new and different products to help meet the needs of their consumers. The brewing industry has seen some generations come and go and seen trends change steadily with these generation. While Budweiser was the beer of choice of our parents, Bud Light was introduced to fill needs of a new and different crowd. This trend is bound to continue and any brewer that cannot keep up will be left in the...

...AnheuserBusch Marketing CaseAnalysis
“We happen to be a marketing company that sells beer.”- William Hickman, Vice President and CIO of Anhesuer-Busch (Field, 2000)
Introduction
________________________________________
For years, companies have been relying on market research, data tracking, and data warehousing to help create marketing strategies. Marketing managers rely on this data to spot opportunities and problems and try to stay ahead of the competition.
Anheuser-Busch (AB) could arguably be called the “King of Data Collection” and much of the organization’s recent success can be credited back to their emphasis on data gathering and data sharing. AB is now the leader in the alcoholic beverages industry with 48.4% of all beer sales in America in 2006 (www.anheuser-busch.com).
The secret to their superior data mining and collection is BudNET, an online system that connects wholesalers, retailers, and other business partners by allowing them to gather data on sales, products, customers, and competitors. In addition, the advanced technology allows AB to link to other data sources which include portable transaction computers carried by delivery personnel and bar code scan information. The company pioneered this new high-tech strategy and positive results are driving competitors to re-evaluate their own strategies.
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AnheuserBusch
Inc
International
CaseAnalysis:
Global
Expansion
Strategy
Emily
Purdie,
Zeenat
Rasheed,
Holly
Turner
GM601
Marketing
Management
(Fall
2008)
I. Executive Summary
In 2005, Anheuser-Busch Inc. is at a position of strength. The company is the industry leader in
the United States, with net sales of $14.9 billion in 2004. It is also ranked as the world’s largest
brewer and its subsidiary, Anheuser-Busch International Inc. (A-BII) has built a significant
presence in foreign markets, selling beer in 80 countries worldwide. Additionally, A-BII is
successfully meeting its business objectives for its key brands through powerful marketing mix
strategies.
Budweiser and Bud Light, the company’s flagship products, are extremely successful on a
domestic and global scale. Budweiser is the world’s best-selling beer, accounting for 4.4% of the
global beer market, and Bud Light is ranked fourth in global beer sales, with 1.5% market share.
Given the general worldwide consumption trend towards lighter and less bitter beers, these
products are expected to see continued success and growth.
Global distribution is one of A-BII’s greatest strengths. Through strategic partnerships with top
local brewers and distributors, the company is able to develop...

...ENVIRONMENTAL ANALYSIS
Introduction
This paper will address trends and forces that are affecting Anheuser-Busch and will more than likely continuously affect the company. This paper will also assess the companyÃ¢â‚¬â„¢s market and address the organizationÃ¢â‚¬â„¢s strengths, weaknesses, opportunities, and potential threats. Finally, the paper will present three long-term objectives then restate the mission and vision statement.
Refine the analysis of the forces and trends
Strategic adaptability is crucial for any company trying to survive in todayÃ¢â‚¬â„¢s economy. Companies must examine the market looking for opportunities to grow and improve the business in a changing environment. WebsterÃ¢â‚¬â„¢s dictionary defines adapting as adjusting or becoming adjusted to a specific use or situation (WebsterÃ¢â‚¬â„¢s, 1996). Ã¢â‚¬Å“The most prominent factor in the remote environment is often the reciprocal relationship between business and the ecologyÃ¢â‚¬Â (Pearce & Robinson, 2004). Numerous businesses today are Ã¢â‚¬Å“going greenÃ¢â‚¬Â due to concern about the environment; however, while other companies are Ã¢â‚¬Å“going green,Ã¢â‚¬Â Anheuser-Busch has been practicing this philosophy since the 1800Ã¢â‚¬â„¢s when one of A-BÃ¢â‚¬â„¢s founders, Adolphus Busch, began recycling leftover grain for cattle feed. A-B has adapted in several ways from recycling more than 27 billion...

...Intellectual Assets
Anheuser-Busch has an abundance of intellectual assets, also known as intellectual capital. To begin, intellectual capital can be defined as “the total Knowledge within an organization that may be converted into value, or used to produce a higher value asset. The term embodies the knowledge and expertise of employees; brands; customer information and relationships; contracts; internal processes, methods, and technologies; and Intellectual property” (Prior, 2008). Breaking the term down even further we can divide intellectual capital into three components: human capital, structural capital, and relational capital (Zambon, 2002).
The creation of human capital at Anheuser-Busch is a top priority. “When you become a part of our family, your input, ideas and insights are accepted and valued. Since 1852, we have invested human, technological and financial resources to ensure that Anheuser-Busch quality remains strong and true. We consistently think of newer, better, and/or bigger ways to improve our products, services and operations” (AnheuserBusch, 2008).
Anheuser-Busch offers an array of benefits including medical, dental, vision, prescription, life insurance, accidental death and dismemberment, travel accident benefits, short and long term disability, retirement benefits, tuition reimbursement, employee...

...Anheuser-BuschCaseAnalysis
June 8, 2008
Table of Contents
1. Description of Firm
• History
• Critical Strategic Events
• Leadership
• Competition
2. Strategic Analysis
• Competition Analysis
• Porter’s Five Forces Model
• Competitive Profile Matrix
• External Opportunities and Threats
• External Factor Evaluation Matrix
• Internal Strengths and Weaknesses
• Internal Factor Evaluation Matrix
• Strengths-Weaknesses-Opportunity-Threats Matrix
• Strategic Position and Action Evaluation Matrix
• Boston Consulting Group Matrix
• Internal and External Factor Matrix
• Grand Strategy Matrix
• Quantitative Strategic Planning Matrix
3. Financial Analysis
4. Final Strategic Assessment
Anheuser-Busch:
History
Anheuser-Busch (A-B), a major company in the United States, is considered a true American success story for a business that started out of nothing. Even as an avid malt-beverage consumer, I did not realize the extent of A-B’s dominance and prevalence in the beverage market place. Today, A-B is consider, by far, the most dominant company in the American beer market, controlling almost half of the beer sales in the United States—the world’s most profitable beer market.
The business started out around the year 1852 in a Bavarian brewery. Around the year 1860, the brewery was bought by a German...

...questions.
Anheuser-Busch Inbev is one of the largest breweries in the world. “Currently, Anheuser-Busch InBev has a product list of more than 200 beers, including global best-sellers Budweiser, Stella Artois, Beck’s, multi-country brands like Leffe and Hoegaarden, and strong “local jewels” such as Bud Light, Skol, Brahma, Quilmes, Michelob, Harbin, Sedrin, Cass, Klinskoye, Sibirskaya Korona, Chernigivske, and Jupiler, among others that have helped to make the company so successful. In addition, to their own brands, AB InBev owns a 50 percent share in Grupo Modelo, which is Mexico’s leading brewers that own the global Corona brand. AB InBev also owns a 27 percent share in the China brewer Tsingtao. (Workman, 2009)”
Since Anheuser-Busch InBev has a vast variety of markets throughout the world we could see different stages in the life cycle through these different markets. For example Western Europe has a Consumer resistant (declining stage of the life cycle). USA, UK France, Switzerland and Latin America have a mature market. Eastern and Central Europe have a market that consolidation considered life cycle and Africa, China, India and Indonesia have a fragmented or introductory life cycle. To be able to do the analysis we will be considering the beer industry life cycle stage as a whole, this stage according to the analyst,...

...the west. Also, Special and preferential policies for the specific projects should be provided by the government in the west that conforms with the industrial development in the area. Some particular regions should possess the flexibility of making policies in accordance with the local situation. It is important to notice that narrowing the economy gap can attract more FDI as well. Finally, appropriate law and regulations should be made or strengthened to constrain the capital transfer from host country to home nation and protect the environment.
Conclusion
China has made a great improvement in its reforms to open up its market for foreign direct investment. This assay describes the advantages and disadvantages of FDI in China, then analysis several benefits and negative impacts brought by FDI. Some suggestions also are provided. Foreign direct investment is still concentrated in the southeast and the coastal areas, which should be addressed by making policies and loosing regulations in western countries. However, there are some limitations in the project, for example, the increasing number of FDI cause the productivity and technology spillover is not covered, which will be researched in the future.
Bibliography
FUNG, K.C., HITOMI, I., and SARAH, T., ed., 2002. conference on China’s Economy in the 21st Century to be held on June 24-25, 2002, Hong Kong: Foreign Direct Investment in China: Policy, Trend and Impact.
GALINA, H., and CHERYL, L.,...